Introduction
Burnout can have an effect on individuals in a huge number of ways and in all professions/careers. Burnout can be referred to as a compilation of stressors that builds up until someone becomes disenchanted with his or her vocation. The feelings of employee burnout may cause an organization or a company to experience a turnover rate that is high and also workers taking an unexpected amount of sick-days. Burnout can therefore be described as a breakdown of the emotional welfare and comfort of an employee because of pressure and stress in the place of work. Burnout is a very serious matter in all stressing jobs and particularly in the human services sector. Burnout is a situation of exhaustion that an employee goes through when under great stress; it can be emotional, mental or even physical. Burnout causes may possibly be cultural, individual, supervisory, lack of social hold up, organizational or amalgamation of all these reasons.
Individual, cultural, organizational, supervisory, and social support factors that cause burnout.
Burnout, a widespread reaction to work stress, lessens the motivation and efficiency of numerous human service givers. Effectual management of proficiency and motivation of human services staff is vital because when there is contact with the partner, the customer changes and also grows. The primary cause of organizational burnout in human service staffs has been emotional stress caused by perceived imbalance that is between demands and the resources, for instance, the demand for effectiveness and competence. Workers who believe that they no longer have that facility to control the aspects which affect their effectiveness are seen as susceptible to ‘learned helplessness’ and also burnout. There are various organizational causes of burnout for instance: employees feeling as if he/she does not have any control over his/her work. When an employees lacks acknowledgment or rewards/incentives for his or her good work. When there is excessively demanding work expectations there can be burnout among employees.
An employee should not do monotonous or simple/unchallenging jobs this can also bring about organizational burnout. Working in disordered and in high-pressure environment can also bring about this organizational burnout (Segal, 2008). Social support causes of burnout include working overtime without enough time to relax or to socialize with friends. Taking on very many responsibilities without getting help from other employees. When an individual works without getting adequate sleep can bring about burnout. Individual cause of burnout can also be lack of good, close and loyal relationships. Individual causes of burnout include: tendencies of wanting to be perfect: nothing can ever be good enough to you. An individual acquires a pessimistic approach of themself and the world at large. Wanting to always be in control and reluctant to delegate or hand over to other people. Burnout has a detrimental force on workers, their competence and as a result on success of an organization.
Agencies of the human services cannot risk the loss of competence and effectiveness that is involved when an active, fervent staff affiliate burns out. However, this burnout, can not be completely barred because persons, in-addition to organizational, exclusivity influence susceptibility. You can not also be a cross-cultural employee without associating with people, and this can be a source of this burnout. The “problematic people” need much more of ones attention than the “nice people.” Therefore one starts to see even the pleasant people as people with problems. One is required to be polite, diplomatic and considerate, and so one feel as if they cannot express their dissatisfactions and aggravation that feel inside. There are cultures that one really likes, but one hesitates to get closer to them because one knows that they will sooner be going back to their home country. It is better and easier not to build up a close relationship rather than to establish one, then break it in a short while. This is cultural cause of burnout in staff. There are also supervisory causes of burnout in ones job setting. This can also be a great source of burnout. Supervisors can at times be very demanding giving staffs to much work failing to understand that they are also humans and need to rest.
There are ways in which to prevent burnouts (Lewis, 2007). For instance, there should be set practical goals that can be achieved. One should not make their work be routine: take breaks to catch up with friends and other people. One should not take things personally; you are not accountable for all things that goes wrong. Organizations should form support groups to encourage you. As a person I like perfection, that is my personality and I react very badly to stress. I like showing everything is alright even when am going through stressful moments. This can be a cause of burnout in an individual. The world can not be perfect that why we all need each other to live in it comfortably. We all need motivation and encouragement in our work places to avoid burnout because this can also affect the competence of an organization (Segal, 2008).
Sub-assignment
What key elements of the supervisory process were demonstrated?
There were several key elements which were demonstrated in this process of supervisory. For instance the interactions amongst authority, power and leadership are intricate and they have considerable effects on this process. In all supervisory process, there should be rewards to motivate individuals who are doing their jobs as expected. Disciplinary action is also very important in the process so as everything can run in order. The organization or the agency should have a just and evidently sketched-out progressive discipline procedure and make sure that the employees are well acquitted with what is required of them. If the job performance is below what is expected, the employee should be told of this as-soon-as-possible through the use of feedback guiding principles listed earlier. An employee may fail to respond to this, then a verbal reprimand is very essential. Supervisory process is at times very intricate but the task demands focus and efficiency.
There are some organizations which have some additional procedures for instance suspensions with no payments which have warnings regarding the imminent termination. Whenever there are rewards there are also punishments and this should not be different in supervisory process (Segal, 2008). Employees are supposed to know their organizational expectations in performance and the definite outcomes and they should be rewarded for their generous contribution to the organization and the vice-versa. Members of the team requires the skills and the knowledge which are necessary so as they can competently contribute to the performance of the organization. In the process of supervisory, the supervisors should make sure that these guidelines are well executed. In the supervisory process, individuals ought to be given that power so that they can make decisions that can impact job performance and processes. In the process, rewards, punishments, performance were the key elements which were demonstrated.
References
Lewis, J., Packard, T., & Lewis, M. (2007). Management of human service programs. Belmont: Thomson.
Smith, M., Jaffe-Gill, E., Segal, J., & Segal, R. (2008). Preventing Burnout: Signs, symptoms, causes, and coping strategies. Retrieved May 17, 2010, from Helpguide.org: Understand, prevent, and resolve life’s challenges: http://helpguide.org/mental/burnout_signs_symptoms.htm
